In this month’s Flash, we take a look at a very important first step to ensure conversations go as well as they ought to when expectations around safety haven’t been met.
In this months Flash we look at the importance of Safety Rules, and a very critical concept about the rules that ensures they help keep us safe.
In this month’s Flash we take a look at setbacks, and the unique opportunity they provide to a leader in ensuring followers know and understand what is most important.
In this month’s Flash, we look at the important role questions have in ensuring Followers understand hazards and safe work practices.
In this month’s Flash, we take a look at one method that can help when it comes to discovering problems unknown to leadership.
This month’s Flash is prompted by several high profile catastrophic failures. While they’ll be the subject of in-depth investigation, they immediately raise a vitally important question for anyone interested in safety: how to decide what “non-event” events to take seriously?
In last month’s Flash we looked at one Fatal Assumption too commonly made, assuming “That will never happen to me”. This month Paul looks at a second Fatal Assumption, assuming “That will never happen.”
In this month’s Flash, Paul looks into a tragic and fatal event for which two known facts and one likely assumption serve as important lessons in sending folks home alive and well.
In this month’s Flash we continue the campaign to help you improve your safety tool box meetings with an example on ladder safety.
In this month’s Flash we provide another example for an Ask, Don’t Tell Safety Meeting. The example serves as a reminder on the use of the tool, and provides an important lesson to be learned about accidents.
This month, we are pleased to feature an article by Newton Scavone, one of our most experienced members of the Balmert teaching team, based in São Paulo. Newton started as a client learning and using the MSP tools, then became one of the leaders developed to teach the course inside his company. For the last six years, many of you have known him as a Balmert Consulting teacher. He brings deep operational credibility and a clear understanding of what it takes to make these tools work in the real world.
In this month’s Flash, we take a look at a very important first step to ensure conversations go as well as they ought to when expectations around safety haven’t been met.
This month, Paul takes on one of the toughest challenges every leader faces — managing hazards. Not just the big, obvious ones that make the “A List,” but the ordinary, everyday things that cause most of the injuries. He reminds us that managing hazards isn’t about eliminating every risk; it’s about handling them — and the people around them — “with a degree of skill and care.”
In this months Flash we look at the importance of Safety Rules, and a very critical concept about the rules that ensures they help keep us safe.
In this month’s Managing Safety Performance News Paul takes on the challenge of trust and credibility in leadership—he discusses why they’re eroding at the top, why supervisors hold the real advantage, and what that means for influencing followers to work safe. He makes the case that trust is not a given but a hard-earned reward—and the most powerful tool any leader has for sending everyone home safe, every day.
In this month’s Flash we take a look at setbacks, and the unique opportunity they provide to a leader in ensuring followers know and understand what is most important.
In this month’s Managing Safety Performance News Paul reflects on the investigations into Challenger and the Titan submersible. From Richard Feynman’s ice-water demonstration to the Coast Guard’s scathing report, Paul points out that history shows how truth can be buried, warnings ignored, and lives lost.
In this month’s Flash, we look at the important role questions have in ensuring Followers understand hazards and safe work practices.
In this month’s Managing Safety Performance, Bill Wilson explores the importance of analyzing and understanding success with the same diligence that organizations typically reserve for failures. He argues that leaders often overlook everyday successes, missing the opportunity to identify and replicate what works. He makes the case that by focusing on success organizations can focus resources on impactful initiatives, reduce waste, and improve long-term performance—ultimately making sustained improvement a strategic priority rather than a lucky outcome.
In this month’s Flash, we take a look at one method that can help when it comes to discovering problems unknown to leadership.
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